Human Resources as a strategic business arm is rather unfairly and steeply dependant on good managers. While finance can proudly display the spic-n-span balance sheet, or the marketing team can boast of hoardings and advertisements or the quality team march with the six-sigma mantle, HR unfortunately has to contend with the messy task of managers.
Almost all aspects of the employee experience are strongly influenced by the shadow of a mature and fair manager. The work he does, and how he does it – the freedom he has to do it, and how he overcomes the challenges in his way are all determined by the all-mighty manager. So does the experience of the organization – right from exposure to various activities beyond everyday work, or engaging with senior leadership, which can be hugely facilitated by a thoughtful and networked manager. So many aspects of personal development – be it timely feedback on performance, nominations to training programs, meets and sessions, exploring newer areas of work can also be transformed with a helpful manager.
Given this bias, a sensible and effective manager is the dream of every HR manager, with whose help he or she can lead a relaxed life of reflection merely (as the popular perception of the profession goes). Unfortunately such managers are few and far between. Organisations which do a fantastic job of creating managers often reap hefty benefits in the savings of lessened turnover and enhanced productivity. Alas, there is no magic wand to creating and replicating effective managerial skills. Like Henry Mintzberg put it, management is a combination of science and art, of knowledge, attitude and skills. Typically these features are difficult to find in conjunction and need to be cultivated.
In the absence of good managers, so many unforeseen mishaps can occur that business delivery may become an exception rather than the norm. The team would be too busy complaining about their work, their responsibilities, the lack of growth, respect and also comparing their plight with those better and worse off. More often than not, the much advertised outcome of attrition is the last resort that people resort to. The trail of unproductivity is often far more lethal.
A major challenge of not having good managers is that the remaining teams are often more engaged in “managing their managers”. Admittedly, this is also an inherent characteristic of all organizations, whether good or bad, the challenge of poor managers exacerbates this to a very high level. For example people may spend time being like the leader to get into his books, and earning undeserved brownie points to further career growth. Or one may simply choose to withdraw critical information to facilitate the convenience of personal work, instead of organizational good. Employees may be too involved in providing excessive reports and trackers for a manager who seeks control, or ignoring customer requests to create the image of flawless execution for a manager who does not appreciate business realities.
So for all those managers who have found that perfect balance between your bosses, teams and customer, hats off. Please remember that you are a rare species, and not one which is proliferating in required numbers. So many sunrise sectors have borrowed managerial talent from the old boys of manufacturing or banking, but the process is a lengthy one. If you ever feel unappreciated, please remember that you are coveted by the business fraternity and give yourself that extra pat on the back. HR managers, do join in this movement!
Almost all aspects of the employee experience are strongly influenced by the shadow of a mature and fair manager. The work he does, and how he does it – the freedom he has to do it, and how he overcomes the challenges in his way are all determined by the all-mighty manager. So does the experience of the organization – right from exposure to various activities beyond everyday work, or engaging with senior leadership, which can be hugely facilitated by a thoughtful and networked manager. So many aspects of personal development – be it timely feedback on performance, nominations to training programs, meets and sessions, exploring newer areas of work can also be transformed with a helpful manager.
Given this bias, a sensible and effective manager is the dream of every HR manager, with whose help he or she can lead a relaxed life of reflection merely (as the popular perception of the profession goes). Unfortunately such managers are few and far between. Organisations which do a fantastic job of creating managers often reap hefty benefits in the savings of lessened turnover and enhanced productivity. Alas, there is no magic wand to creating and replicating effective managerial skills. Like Henry Mintzberg put it, management is a combination of science and art, of knowledge, attitude and skills. Typically these features are difficult to find in conjunction and need to be cultivated.
In the absence of good managers, so many unforeseen mishaps can occur that business delivery may become an exception rather than the norm. The team would be too busy complaining about their work, their responsibilities, the lack of growth, respect and also comparing their plight with those better and worse off. More often than not, the much advertised outcome of attrition is the last resort that people resort to. The trail of unproductivity is often far more lethal.
A major challenge of not having good managers is that the remaining teams are often more engaged in “managing their managers”. Admittedly, this is also an inherent characteristic of all organizations, whether good or bad, the challenge of poor managers exacerbates this to a very high level. For example people may spend time being like the leader to get into his books, and earning undeserved brownie points to further career growth. Or one may simply choose to withdraw critical information to facilitate the convenience of personal work, instead of organizational good. Employees may be too involved in providing excessive reports and trackers for a manager who seeks control, or ignoring customer requests to create the image of flawless execution for a manager who does not appreciate business realities.
So for all those managers who have found that perfect balance between your bosses, teams and customer, hats off. Please remember that you are a rare species, and not one which is proliferating in required numbers. So many sunrise sectors have borrowed managerial talent from the old boys of manufacturing or banking, but the process is a lengthy one. If you ever feel unappreciated, please remember that you are coveted by the business fraternity and give yourself that extra pat on the back. HR managers, do join in this movement!
